Textio’s new chief people and equity officer talks balancing strategy and operations

“Strategy” has been a big HR buzzword over the last few years. (We even have a section of our website dedicated to the topic.) But is it possible to be too strategic?

If you ask Rocki Howard, chief people and equity officer at Textio, HR heads at small and midsize businesses must find the right balance between being strategic and involved in operations.

“You can’t be too strategic and lean only on those skills, and you can’t be too operational, and lean only on those skills,” she told HR Brew. “There has to be a balance to get the outcomes that you need for people and for the business.”

Howard, who stepped into her role in February, after serving as a senior HR advisor, is excited about several initiatives, including ensuring Textio’s people and DEI strategy is aligned with business imperatives, in part by hosting one-on-one meetings with the company’s roughly 65 employees. This has required her to balance strategy and operations.

“We do a lot of talk about engagement and how we interact with employees as people, but we sometimes get so focused on this strategic HR business piece of our job, that we forget that real people need to know their people leader,” she said.

“Part of it, for me, is about setting the expectations of anyone that comes into our organization, part of your job is to actually talk to people,” she added. “And I would expect that you’re having real-time, touch-base conversations with people. Not when they’re having a PIP, not when they’re going on leave, not when there’s an employee relations problem, but real-time.”

This conversation has been edited for length and clarity.

What’s the best change you’ve made at a place you’ve worked?

The most impactful change I’ve made is rolling out our performance management process, LEAP. We simplified the process to make equitable feedback the norm and removed the dread associated with performance reviews. Our goal is simple: to eliminate PIPs and create a process where feedback is consistent, fair, and actionable, fostering growth and driving results. One of our managers shared that having a simple and clear development plan in place made all the difference. By keeping conversations relevant and feedback on track, it ensured that employees felt guided and empowered. Creating an environment where people thrive professionally and personally is what drives me. When employees feel empowered, the entire organization benefits.

What’s the biggest misconception people might have about your job?

A common misconception about HR is that anyone can do the job. In reality, HR is deeply strategic and multi-faceted. It involves designing systems and processes that help the business thrive while ensuring people feel supported, engaged, and empowered. HR requires business acumen, emotional intelligence, change management and so many other skills alongside a commitment to driving both organizational and personal success.

What’s the most fulfilling aspect of your job?

Helping people tap into their strengths and lead from that place of empowerment. One of my favorite exercises is our building for strengths program, where we help leaders identify their core strengths and use them to better collaborate and guide their teams. Watching leaders have those “aha” moments—when they see how their unique abilities can elevate their teams—is incredibly rewarding. It’s not just about improving individual performance; it’s about creating stronger, more cohesive leadership across the organization.

What trend in HR are you most optimistic about? Why?

I’m most optimistic about Generative AI and the potential it has, with responsible and ethical use. When used thoughtfully, AI can optimize workflows, automate repetitive tasks and allow HR teams to focus on more strategic, human-centered work. For example, AI in hiring allows us to reduce bias in job descriptions. This technology gives us more time to focus on cultivating culture and supporting employees at a deeper level. I’m excited by how AI can help us scale impact while maintaining our focus on inclusion and personal growth.

What trend in HR are you least optimistic about? Why?

I’m concerned about the deprioritization of DEI initiatives. Recently, some companies have started pulling back on their diversity efforts, often treating DEI as a short-term initiative rather than a long-term strategy. This is worrying because DEI is fundamental to building resilient, high-performing teams. I’ve seen firsthand how diverse perspectives drive innovation and success, and neglecting DEI now could have serious consequences in the future. For companies to truly thrive, DEI needs to be a central, sustained effort, not something we fall back on when socio-political norms say it’s required.